Lasse Bremer Email & Phone Number

Ringsted, Denmark

Ringsted, Denmark

AMETEK Inc. acquired the company and a new era for the businesses in United States and Europe was started.Activities / involvement:• Involvement of top management• Project management• Head of project team members• System governance structure• Facilitation of steering committee meetings• Composition of auditor teams

Ringsted, Denmark

A new exciting opportunity arose when the company approached me, regarding their challenges in terms of anchoring their management system for the European part of their business, followed by an overall ISO 9001 certification. Throughout 6 years the company had tried to succeed with this - but unfortunately without the expected outcome.It was clear to me that a completely different approach was needed - than the traditional one that already has been attempted by other Quality Managers. Therefore, I offered the company my skills as a QA Specialist, until the new management platform was build, implemented, anchored and certified according to ISO 9001.In the beginning my focus was to stabilize the quality position throughout the company, which was done by cross functional interviews, resulting in a clear framework and strategic roadmap as well as a clear defined charter for the tasks to come.The project changed into two projects, one in United States and one in Europe. I was elevated to Program Manager for both projects, keeping the responsibility as Project Manager for all European activities as well. AMETEK MOCON was certified in 2017 and MOCON Europe followed in 2021.Activities / involvement:• Design of program- & project charters• Program- & project management• Top management workshops• Strategy- & governance structures• Leadership and responsibilities• Stakeholders and the world around us• Head of project team members• Facilitation of steering committee meetings• Process revitalizing according to customer needs

Roskilde, Denmark & Chicago, Usa

2010: As part of the top management team I was involved in core activities related to the acquisition by Littelfuse Inc. My main activities were focused on the QEHS part, as well as the knowledge transfer related to the PGR-series.In 2011 the company was finally acquired, and I became part of the global quality management team. I was still deeply involved in the due diligence process as well as the integration of our top management processes, into the Littelfuse philosophy - furthermore, I took lead and supported other integration activities, related to the daily Operations, until the integration was completed in 2012.As part of the global quality management team, I became owner of a set of global management processes and I was furthermore appointed as Project Manager for a global team, with the scope to build, implement and anchor a brand-new non-conformance system, across seven business units around the world.In line with my learnings about the automotive business model, my area of responsibility was also continually extended to other areas of the European Littelfuse business.Activities / involvement:• Due diligence process activities• Business integration activities• Strategy- & governance structures• Strategic planning, -cascading & -follow-up• Operational leadership by Visual Management• Management reviews & follow-ups• Development and management of people• Global project management• LEAN thinking (Kaizen, 5S, Root Cause, Etc.)

Roskilde, Denmark

Was appointed in 2007 as Project Manager, with the scope to ensure the company would get certified according to ISO 9001. Then I became responsible for building, implementing and anchoring a brand-new management system across the company - which my team successfully completed in 2008.Before the certification in 2008, I accepted the offer to become QA Manager, with the overall responsibility for the company's quality, together with a seat in the top management team.The great anchoring across the company, was ensured because everybody was involved, in the creation of relevant parts (to the individual) in the management system, as well as the governance structure. Doing the process, also barriers between departments was degraded, for the benefit of the entire business as well as customers.Activities / involvement:• Strategy- & governance structures• Strategic planning, -cascading & -follow-up• Agreement and cascading of quality policy & -goals• Design of employee roles & responsibilities• Program for education and self-improvement• Management reviews & follow-ups• LEAN thinking (Kaizen, 3S, Root Cause, Customer Voice, Etc.)• Continuously improvements (process, products & services)• Supervision to help process, people & machines to improve• Customer quality (satisfaction)• Supplier quality (audit & evaluation)• Visualization of Non-conforming process, products & services• Data collection & visualization of CoPQ• In- & external audits & follow-ups

Roskilde, Denmark

Responsible for two out of four product ranges (alarm monitoring- & arc flash detection equipment), dealing with all stages of the product lifecycle as well as the integration of people, data, processes and business systems.To innovate the global market of arc flash detection, I was head of developing the business concept behind the "PGR-series". In 2011 this concept was the main driver for Littelfuse Inc., to realize the acquisition of the company. The "PGR-series" is today the only product left in the Littelfuse potefolie of all SELCO product ranges: www.littelfuse.com/products/protection-relays-and-controls/protection-relays/arc-flash-detection.aspxActivities / involvement:• Market assessment• Development• Planning• Manufacturing• Promotion• Documentation• Support

Birkerød, Denmark

Sales, planning and management of the full relationship between the business and its key customers, including sale of software, consultancy, training and other technical solutions, in close collaboration with R&D, Sales & Marketing. Teamlead for customer support.Activities / involvement:• Market research• Strategic planning• Relationship management• Contract negotiation• People management• Project management

Stavanger, Norge

Head of 25 Scandinavian electricians, on the Aasgaard B project. Delegation and follow-up on work assignments, responsible for drawing corrections in collaboration with the field engineers.

Kenana. Sudan

Head of a local team of 15 African craftsmen, in the construction phase of a new power plant that was build in connection with the expansion of a local sugar factory.My contract ended when I was recruited for military service at the Royal Danish Life Guard (1997).

Leadership Practitioner

Personal Leadership

Activities and Societies: Creativity Circle, Intuitive Talents & the Life Compass.Avoid Ideal Traps and increase Strengths & Basic Joy.

Risk Manager, Systematic Risk Management

Activities and Societies: Risk-Based Management, Risk Assessments, Strategy, Governance• Risk Assessment • Methods and Tools • Cases.

Lean Leader, Business Process Re-Engineering, Leadership, Innovation

Activities and Societies: Coaching, AI, Theory-U, BPR.

Sport Leader, Association Development, Diploma

Activities and Societies: Personal leadership & external interaction.

Bachelor'S Degree, Management & Communication

Strategic & Tactical Leadership

Royal Life Guard, National Service

Activities and Societies: Union Representative of 3rd Guard Company.

Electrical Engineer, Electrical Engineering, Graduated With Honors